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Driving DevOps with Value Stream Management

Driving DevOps with Value Stream Management

By : Cecil 'Gary' Rupp
4.4 (22)
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Driving DevOps with Value Stream Management

Driving DevOps with Value Stream Management

4.4 (22)
By: Cecil 'Gary' Rupp

Overview of this book

Value Stream Management (VSM) opens the door to maximizing your DevOps pipeline investments by improving flows and eliminating waste. VSM and DevOps together deliver value stream improvements across enterprises for a competitive advantage in the digital world. Driving DevOps with Value Stream Management provides a comprehensive review and analysis of industry-proven VSM methods and tools to integrate, streamline, and orchestrate activities within a DevOps-oriented value stream. You'll start with an introduction to the concepts of delivering value and understand how VSM methods and tools support improved value delivery from a Lean production perspective. The book covers the complexities of implementing modern CI/CD and DevOps pipelines and then guides you through an eight-step VSM methodology with the help of a use case showing an Agile team's efforts to install a CI/CD pipeline. Free from marketing hype or vendor bias, this book presents the current VSM tool vendors and customer use cases that showcase their products' strengths. As you advance through the book, you'll learn four approaches to implementing a DevOps pipeline and get guidance on choosing the best fit. By the end of this VSM book, you'll be ready to develop and execute a plan to streamline your software delivery pipelines and improve your organization's value stream delivery.
Table of Contents (23 chapters)
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1
Section 1:Value Delivery
7
Section 2:VSM Methodology
13
Section 3:VSM Tool Vendors and Frameworks
18
Section 4:Applying VSM with DevOps

Aligning VSM initiatives with strategies and portfolios

VSM initiatives support strategic goals and objectives. This is true regardless of whether a VSM team is evaluating improvements to software deliveries through the implementation of DevOps pipeline capabilities or any of a myriad of other organizational value stream improvements. They are strategic because many of the improvement opportunities identified will involve investments and timeframes beyond what a small value stream team can authorize.

The chief executives will not support large investments that do not align with the business's mission, vision, and strategies. Larger enterprises will (or should) have more formal budgeting procedures than smaller entities. But regardless of size, the chief executives must have a mechanism to evaluate and prioritize investments. When viewed from this perspective, it should be apparent that VSM and DevOps tool investments compete against all the other potential investments under...

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